Republic of the Philippines

Laguna State Polytechnic University

San Pablo City Campus
Del Remedio, San Pablo City
Graduate Studies and Applied Research

COURSE CODE: COGNATE 208

COURSE TITLE : Human Behavior in Organization
PROFESSOR: Mrs. Aleli Lorna A. Daquil
STUDENT : Ms.Cherylyn D. Devanadera
E-MAIL ADDRESS : cherylyn.devanadera@deped.gov.ph

For Individual Processes in Organizations (Attitude, Perception, Emotions and

Motivation)
Attitude

 Attitude is an individual’s point of view or an individual’s way of looking at something.

 mental state of an individual , which prepares him to react or make him behave in a
particular pre- determined way.
COMPONENTS of Attitude

Cognitive component of an attitude is derived from “ knowledge” that an individual has about
a situation.
Affective component of an attitude reflects “ feelings and emotions that an individual has
towards a situation.
Intentional component of an attitude reflects how an individual: expects to behave” towards
or in the situation.
Attitude Formation and Change

• Individual attitudes are formed over time as a result of repeated personal

experiences with ideas, situations or people.
Work- Related Attitudes

Job Satisfaction
• Is an attitude reflects the extent to which an individual is gratified or fulfilled by his or
her work.
• A satisfied employees also tends to be absent less often, make positive contribution,
and stays with the organization.
• In contrast, a dissatisfied employee may be absent more often and may experience
stress that disrupts co-workers, and may keep continually looking for another job.
Organizational commitment and Involvement
• Organizational commitment is the individual's feeling of identification with and
attachment to an organization
• Involvement refers to a person’s willingness to be a team member and work beyond
the usual standards of the job.
Perception

• Perception is a important mediating cognitive process. Through this complex

process, people make interpretations of the stimulus or situation they are faced with.
• In the process of perception, different people perceive the same information
differently.
Visual Perception

Visual Perception definitely goes beyond the physical information available to us.

Basic Perceptual Process

The process through which a person’s perceptions are altered by the situation includes;
Selective Perception, Organization, Attribution, Projection, Stereotyping Process and
Halo effect process
Selective Perception is the process of screening out information that we are uncomfortable
with or that contradicts our beliefs.
Stereotyping is the process of categorizing or labeling people on the basis of a single
attribute. Perceptions based on stereotypes about people’s sex exist more or less in all work
places.
Emotion

• Emotion is defined as a short, intense feeling resulting from some event. Not
everyone reacts to the same situation in the same way.
Types of Emotion

Positive emotions In the workplace, these events may include achieving a goal or receiving
praise from a superior. Individuals experiencing a positive emotion may feel peaceful,
content, and calm
Negative emotions play a role in the conflict process, with those who can manage their
negative emotions finding themselves in fewer conflicts than those who do not.
Motivation

• Derived from “ motive” which means an active form of a desire , craving or need that
must be satisfied.
• Motivation is the key to organizational effectiveness
• Is the desire within an individual that stimulates him or her to action
Features of Motivation

It is an internal feelings and forces a person to action.

It is a continuous activity.
It varies from person to person and from time to time.
It may be positive or negative.
Maslow’s Hierarchy of Needs

Maslow Abraham proposed his theory in the 1940s

Popularly known as Hierarchy of Needs assumes that people are motivated to satisfy five
levels of needs.
In organizational settings, most physiological needs are satisfied by adequate wages and by
the work environment itself.

ERG Theory of Motivation

Clayton Alderfer
Suggest that more than one kind of need might motivate a person at the same time.The
theory has an element of frustrations- regression . Suggest that if needs remain unsatisfied
at some higher level, the individual will become frustrated, regress to a lower level and will
begin to pursue low level needs again.
Key points regarding needs:
Some needs may be more important than others
People may change their behavior after any particular set of needs has been satisfied.
The Dual- Structure Approach to Motivation Also known as the Two- Factor Theory
Developed by Frederick Herzberg.
He argued that attitudes and motivation consist of a dual structure.
Herzberg identified two sets of factors responsible for causing either satisfaction or
dissatisfaction.The factors influencing satisfaction are called motivation factors or
motivators .Factor causing dissatisfaction are called hygiene factors, which are related to
the work environment in which the job is performed.

The two-factor theory differentiates between factors that make people dissatisfied on the job
(hygiene factors) and factors that truly motivate employees (motivators).

X and Y Theories of Motivation

Douglas McGregor
Observe two diametrically opposing viewpoints of managers about their employees ;one is
negative called Theory of X and another is positive called Theory of Y

MC- CLELLAND’s Need Theory of Motivation

David C. McClelland and his associate Atkinson

Contributed to understanding of motivation by identifying three steps of basic motivating
needs.

• Need for • Desire to be influential in a group and to control one’s

Power environment is an important motivation factor
• Need for • Desire for human companionship and acceptance
Affiliation • Closely associated with the “social - type” of personality ,
who are sociable, friendly, cooperative and understanding.
• Need for • Feel ambitious to be successful; are ever prepared to face
Achievement challenging situations and set arduous goals for
themselves.

Enhancing Motivation in Organization

• Humanize the work environment

• Publicize both short and long- term organizational goals
• Promote from within
• Use incentives programs
• Establish appropriate deadlines
• Be liberal with praise
• Show a personal interest in the people who work for you
• Admit mistakes
• Don’t whitewash unpleasant assignments

References
An Introduction to Organizational Behavior v. 1.1
https://2012books.lardbucket.org/pdfs/an-introduction-to-organizational-behavior-
v1.1.pdf
Organizational Behavior https://www.slideshare.net/BabasabPatil/organizational-
behavior-book-2-nd-sem-mba-bec-doms-11814098